Transcript Slide 1

Sustainability & Evaluation:
Tuning Up for Coalition Success
Helping you create healthier communities
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Brenda Bone, MA
Managing Director, Community Evaluation
Cindy Pharis, MS
Community Research & Evaluation Specialist
Helping you create healthier communities
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Learning Objectives
• Note the five questions of evaluation; Use
self-reflection to answer how it applies to
your own coalition.
• Identify the four major crossroads at
which evaluation and sustainability meet.
• Practice key elements of sustainability
planning.
Helping you create healthier communities
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Sustainability & Evaluation:
Tuning Up Coalition Success
1.What brings you here?
2.Sustainability is….
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Evaluation
Evaluation is the word used to describe how a coalition
gathers information and uses that information to diagnose
past actions as well as carefully plan for the future.
Sustainability
Sustainability is the community’s on-going capacity and
resolve to work together to establish, advance, and maintain
effective strategies that continuously improve health and
quality of life for all.
- CDC’s Healthy Communities Program, “A Sustainability Planning Guide for Healthy Communities”
www.cdc.gov/healthycommunitiesprogram/pdf/sustainability_guide.pdf
Helping you
create
create
a healthier
healthier
communities
communities
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Evaluation is necessary for Sustainability
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Collaborative
Worth and Importance
Stakeholder Questions
Flexibility & Improvement
Integrate all the data
Account for Influences
Contribution
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Strengthen collaboration
Demonstrate worth and importance
Stakeholders are committed
Flexibility & Improvement
Integrate multiple issues
Throw the tent around influences
Contribute
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The Strategic Prevention Framework
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SPF Re-visioned
Evaluate to Sustain
• If you haven’t
written it down, it
doesn’t exist.
• Having the most
data does not
mean you win.
• Having no data
does mean you
lose.
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The FIVE QUESTIONS of Evaluation
Who cares?
What do they
care about?
Where is the
information?
How will we
get it?
How will we
share it?
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• External Audiences: Funders, Supporters, Community
• Internal Audiences: Staff, Volunteers, Managers, Board,
Partners
• Improving Program/Effort Accountability
• Communication, Project Coordination
• Short- and Long-Term Results
• Process: how we do it, what we did
• Short-term outcomes: Results
• Long-term outcomes: Impact
• Existing Data – create a protocol for gathering this
information.
• Created Data – what instruments do we use to create data?
• Decision making cycles (when); Audience (what); Method
(how)
• Balance a visual with a written presentation. Seek feedback.
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Evaluation Plan
Who Cares?
What do they
care about?
Where is the
information?
How will I get
it?
How will I
share it?
AUDIENCE
QUESTION
DATA
METHOD
REPORT
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Four Places Evaluation and Sustainability
Meet
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Define Your Community
• Definition: A “group” drawn together by one or more
commonalities, including geographic, professional,
socioeconomic or cultural.
• Sustainability
• To remain relevant, leaders must work with multiple definitions of
community within the same community.
• An open definition liberates communities to recognize their natural
features, assets, and interdependencies and to be of value to citizens
on multiple issues addressed on multiple levels.
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Are Your Anchors in Place?: Vision
• Definition: Describes the clear and inspirational long-term desired change
resulting from a coalition’s work.
• What is this to do with sustainability?
• Deep vision takes time and resources. 5 – 10 years to implement.
• A shallow vision, or one not owned and committed to, is no vision at all.
• A little vision is an oxymoron.
• A vision by its nature in expansive.
• Visions are dynamically incomplete.
• A few evaluation questions:
• Does anyone know it?
• Does anyone use it?
• Does it appear anywhere?
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Are Your Anchors in Place?: Mission
• Definition: What you are going to do to create your vision that focuses on your
philosophy, goal, ambition, mores.
• Sustainability
• Flexible and adaptive to changing environments and times.
• No substitute for local articulation.
• A few evaluation questions:
• Does anyone know it?
• Does anyone use it?
• Where can we find it?
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Are Your Anchors in Place?: Theory of Change
• Definition: Statement of your belief that what you are proposing to do will
have the effect you intend it to have.
When we (____) and focus on (_____), we will create or contribute to (_____).
Examples:
By utilizing community problem solving techniques and evidence based strategies we
will contribute to creating a healthier community.
By engaging our schools in setting strong standards for our youth, focused especially
on strengthening our entire student assistance, discipline and referral processes, and
all the community sectors we need to provide these services, we will reduce substance
abuse and increase student retention.
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Are Your Anchors in Place?: Theory of Change
• Sustainability
• Fragmented and disconnected problem – solving slow the process and waste
your resources.
• Fragmentation threatens long-term effectiveness.
• Look to collaboration between collaboratives.
• A few evaluation questions:
• Do the vision, mission and theory of change align?
• Who is part of your community-building process?
• Is your coalition duplicating efforts or strategies?
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Are Your Anchors in Place?: Goals
Sustainability:
• A problem statement and a goal are frequently used
interchangeably.
• Goals should address one thing at time and be specific enough
to be actionable
• Goals should be broad enough that interventions may be
adjusted (as a result of evaluation) without altering the goal.
• Goals should have the ability to be worked on by multiple
people or sectors.
Evaluation:
• Does goal have a repeatable baseline measure?
• Is more than one data source used to verify the goal?
• Does the data being used relate to the goal statement?
• Is the data useful?
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How Is Your Project Framed?: Root Causes
Evaluative Questions:
• Do you have data that relates to each root
cause?
• Can you repeat the measure?
• How do you know that the root cause you are
describing relates to the goal?
• Is this comprehensive? Have you prioritized
the list?
• Who decided these are your root causes?
• Do you have agreement in your coalition?
Sustainability:
• Root causes are grounded in predictive theory: There’s never a cure at this level;
the coalition must constantly address these.
• Since you’ve prioritized, things have fallen off the map. These can be looked at in
the future.
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Is Your Project Framed?: Local Conditions
Evaluation Questions:
• A well-framed local condition almost writes its
interventions.
• Qualitative data begins to show up here – especially
about KAFB.
• Can you repeat any of these measures?
• Is the list comprehensive?
• Is it prioritized?
• Do you have consensus about them?
Sustainability:
• Local conditions where the action takes place, and where you get the beginnings of
your ability to demonstrate success – or what barriers you encountered.
• Local conditions are rarely “fixed” permanently; local conditions will shift –
sometimes because of your effort, and sometimes because the population just
changes.
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Do You Have the Guts of It?: Interventions
Sustainability:
• Demonstrates your decision-making process in
selection of a particular intervention.
• Action plans demonstrate the implementation process
(good and bad) of your selected interventions. They
show what you are doing and how it is going.
• Allows for prediction of future needs (or not) for a
particular intervention, and allows demonstration of
why additional interventions may be needed.
Evaluation Questions:
• Is there evidence of use of the 7 Strategies?
• Are the interventions evidence-based?
• Are local readiness, timing, dose and capacity being
taken into account in selection of the interventions?
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Do You Have the Guts of It?: Capacity Building
Sustainability:
• Efforts focused on building civic infrastructure and
social capital?
• Improve communication and information sharing.
• Improve inter-sectoral and inter-group relations.
• Work toward true collaboration.
• Set up win-win versus win-lose mentality.
Evaluation:
• How are the members involved in implementation?
• Does each member understand and value their role in the
whole picture?
• Does the coalition structure create efficiency and
effectiveness?
• Is the coalition structured to create the space for continuous
improvement?
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Acknowledging Common Challenges
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Helping you create healthier communities
Community is a complex system
Problems are multi-determined
Problems are syndemic
Agents of change are also targets of
change
Changing and evolving interventions
Multi-level
Interactive & synergistic effects
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Sustainability Plan
Who Cares?
What do they
care about?
Helping you create healthier communities
Can or do I
problem-solve
or intervene
around their
issue?
Do I have any
evidence of
how I make a
difference in
this arena?
How (and
when and
with whom)
will I share it?
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Interventions, Sustainability and Evaluation
Intervention Strategy
Name
Use the
names
that come
from the
list of
Seven
Strategies
… and
Capacity
Building
Action Steps
Contain a verb.
There are frequently
many action steps to
completing one
strategy.
What
resources do
you need?
Who will
provide the
resources?
People
Places
Materials
Time
Who
will do
the
work?
Can you
put a
number to
any of
this?
NAMES
By
When?
As
specific a
date as
possible.
At the
least, a
month.
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Community change takes time and patience
Healthy communities celebrate, have fun, and pay attention
to the beauty life offers along the way. This process lasts a
life time.
- “Sustaining Community Based Initiatives” module of “Developing Community
Capacity.” From The W.K. Kellogg Foundation in partnership with the Healthcare
Forum. community-wealth.org/_pdfs/tools/cdcs/tool-kellogg-cmty-cap.pdf
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Brenda Bone, MA
Cindy Pharis, MS
Managing Director, Community Evaluation
Research & Evaluation Specialist
[email protected]
314-287-5161
[email protected]
314-287-5164
Helping you create healthier communities